Improving healthcare through built environment infrastructure / edited by Mike Kagioglou, Patricia Tzortzopoulos.

Contributor(s):

Material type: Text

TextPublication details: Chichester, West Sussex, U.K. ; Malden, MA : Wiley-Blackwell, 2010.Description: xxiii, 272 p. : ill. ; 26 cmISBN:

1405158654 (hardback : alk. paper)
9781405158657 (hardback : alk. paper)

Subject(s):

DDC classification:

725.51 KAG

Holdings
Item type	Current library	Call number	Copy number	Status	Date due	Barcode
Standard Loan	LSAD Library Main Collection	725.51 KAG (Browse shelf(Opens below))	1	Available		39002100399857

Enhanced descriptions from Syndetics:

From the Foreword by Rob Smith, Director of Estates and Facilities (NHS England), Department of Health

'The built environment for the delivery of Healthcare will continue to change as it responds to new technologies and modalities of care, different expectations and requirements of providers and consumers of care. It is vital that built environment students and practitioners alike avail themselves of the best possible information to guide them in their studies, continuing professional development and the delivery of their tasks. The range is enormous from the assessment of need, planning the service delivery to design, construction, commissioning, maintenance and operation of the healthcare environment.

The book that follows addresses these areas from a blend of contributions of experienced practitioners to the descriptions of the output from recent research that moves forward the frontiers of knowledge and practice in the many areas of the healthcare built environment.

I happily commend this book to all engaged in the exciting fields of planning, delivering, maintaining and operating healthcare environments. When we get it right, we are able to do immeasurable good.'

This book helps academic researchers as well as practitioners to understand how the healthcare infrastructure sector works by addressing the crucial issue of healthcare delivery from a built environment perspective.

It explains the trends in healthcare, models of healthcare delivery; healthcare planning; the NHS building and investment programmes; the procurement process; and facilities management; financial models - including PFI and LIFT; risk allocation and partnering.

Past investigations in the area of healthcare delivery have concentrated on either the medical aspects or the design issues of buildings but Improving Healthcare through Built Environment Infrastructure is unique in considering the 'meeting space' of built environment technologies and modern methods of procurement with the medical and operational needs of healthcare settings.

The authors have brought together key industrialists and academics, all heavily involved in the formulation and delivery of new practices. Case studies illustrate how policies and healthcare models are implemented in practice and help identify the key challenges for the future.

Includes bibliographical references and index.

Table of contents provided by Syndetics

Note on Editors
Contributors Biographies
Forward
Chapter 1 Introduction: Improving healthcare through built environment infrastructure
Session 1 Practitioner contributions
Chapter 2 Planning healthcare environments
2.1 Introduction
2.2 Background and history
2.2.1 The Hospital Plan of the 1960s
2.2.2 The Economic Crisis of the 1970s
2.2.3 Change in the 1980s
2.2.4 Further change in the 1990s
2.3 The Planning Landscape
2.4 Policy Developments since 1997
2.4.1 The NHS Plan, 2000
2.4.2 Delivering the NHS Plan, 2002
2.4.3 The NHS Improvement Plan, 2004
2.4.4 Our health, our care, our say: a new direction for community services, 2006
2.4.5 Our health, our care, our community, 2006
2.4.6 Healthcare for London, 2007
2.4.7 High Quality Care for All, 2008
2.5 Capital Procurement Methodologies and NHS Organisations
2.5.1 Overall Capital Investment in the NHS
2.5.2 The Private Finance Initiative (PFI)
2.5.3 NHS LIFT
2.5.4 ProCure 21
2.5.5 NHS Foundation Trusts
2.5.6 NHS Trusts
2.5.7 PCTs
2.6 Settings for Healthcare
2.6.1 The Home
2.6.2 General Practitioner (GP) Surgery
2.6.3 Larger Health Centres
2.6.4 One stop shops/polyclinics
2.6.5 Community Hospitals
2.6.6 District General Hospitals (DGHs)
2.7 Supply-Side Considerations
2.7.1 Beds
2.7.2 A & E
2.7.3 Outpatients
2.7.4 Imaging
2.7.5 Other Factors
2.8 Demand side
2.9 Design and The Physical Environment
2.10 Conclusion
2.11 References
Chapter 3 Plan for uncertainty: design for change
3.1 Introduction
3.2 Context
3.3 Impact on the built environment
3.4 Optimising design
3.5 Futureproofing design
3.6 Design Matters
3.7 Measuring Design Quality
3.8 Final remarks: Making places
3.9 References
Chapter 4 Designed with care? The role of design in creating excellent community healthcare buildings
CABE - Commission for Architecture and the Built Environment London, UK
4.1 Introduction
4.2 Why does design matter?
4.3 Building healthy neighbourhoods
4.4 Access to health
4.5 Surprise and delight
4.6 Designed with care
4.7 Open all hours
4.8 Better isnt good enough
4.9 Must try harder
4.10 What makes a good healthcare building?
4.10.1 Good integrated design
4.10.2 Public open space
4.10.3 A clear accessible plan with one main reception
4.10.4 An environmentally sensitive approach to building design, materials, construction and management
4.10.5 Circulation and waiting areas
4.10.6 Materials, finishes and furnishings
4.10.7 Natural light and ventilation
4.10.8 Storage
4.10.9 Adapting to future changes
4.10.10 Out of hours community use
4.11 Final remarks
4.12 References
Chapter 5 The stages of LIFT - Local Finance Improvement Trust - for the development and delivery of primary healthcare facilities
John Laing plc Manchester, UK
5.1 Introduction
5.2 The LIFT Process
2.1 Project Inception
2.2 Project Set up
2.3 Feasibility
2.4 Stage 1 Approval
2.5 Outline Design
2.6 Final Scheme Design
2.7 Financial Close
2.8 Construction Management Set Up
2.9 Facilities Maintenance (FM)
5.3 Cultural Differences
5.4 Conclusions
5.5 References
Chapter 6 The Integrated Agreement for Lean Project Delivery
6.1 Introduction to Sutter Health
6.2 Integrated form of agreement
6.3 Traditional Responses to Owner Dissatisfaction with the Status Quo
6.4 What is Lean?
6.5 The Application of TPS Principles to Design and Construction
6.6 Sutter Healths Formulation of a Lean Project Delivery Strategy
6.7 Development of the Integrated Agreement for Lean Project Delivery
6.7.1 Relationship of the Parties
1.7.1 Creating a Collaborative Design and Construction Environment
1.7.2 Articulating and Activating the Network of Commitments
1.7.3 Optimizing the Project, not the Pieces
1.7.4 Tightly Couple Learning With Action
6.8 Conclusion
6.9 References
Chapter 7 The Sutter Health Prototype Hospital Initiative
7.1 Getting Started
7.2 Goals and Metrics
7.3 Design
7.4 Results and conclusion
7.5 References
Session 2 Academic contributions
Chapter 8 The Strategic Service Development Plan: An Integrated Tool for Planning Built Environment Solutions for Primary Health Care Services
8 Introduction
9 Background
10 The Development of Primary Care
11 The Role of the built environment in delivering primary health care
12 The Origins of the Strategic Service Development Plan
13 A Comparative Case Study of the MAST LIFT SSDP
13.1 Partnership Working
13.2 Planning Process
13.3 Benefits Realisation
13.4 What was learnt?
13.5 Common Themes of the Document Analysis
13.5.1 Partnership Working
13.5.2 Planning Process
13.5.3 Benefits Realisation
13.6 Common Themes from the Interviews
13.6.1 Partnership Working
13.6.2 Planning Process
13.6.3 Benefits Realisation
13.7 Discussion
13.7.1 Partnership Working
13.7.2 Planning Process
13.7.3 Benefits Realisation
14 Conclusion
15 Recommendations
16 References
Chapter 9 From care closer to home to care in the home. The potential impact of telecare
9.1 Introduction
9.2 Key trends
9.3 What is telecare?
9.4 The impact of telecare on care services
9.5 Implications for the healthcare built infrastructure
9.6 Conclusion
9.7 Acknowledgments
9.8 References
Chapter 10 Risk Management and Procurement
10.1 Introduction
10.2 General Principles of Risk Management in Infrastructure Procurement
10.2.1 Risk Planning
10.2.2 Risk Identification
10.2.3 Risk Assessment
10.2.4 Risk Response
10.3 Risk and Procurement routes
10.4 Risk in NHS Procurement
10.5 Multi-project procurement
10.6 Sustainable NHS procurement options
10.7 References
Chapter 11 Supporting evidence-based design
11.1 Definitions
11.2 the built environment and health Outcomes: considerations about evidence-based Design
11.3 Searching for Evidence
11.4 healthcare environments and impacts on health
11.5 Organising information
11.5.1 Framework 1: Patient groups framework
11.5.2 Framework 2: Route cause and effects
11.5.3 Framework 3: Specific built environment characteristic framework Colour
11.5.4 Framework 4: Built Environment and Health Outcomes Overview
11.5 Organising Inforamtion
11.6 Conclusions
11.7 References
Chapter 12 Benefits Realisation: Planning and evaluating healthcare infrastructures and services
12.1 Introduction
12.2 Benefits realisation
12.2.1 Benefits taxonomies
12.3 Research methodology
12.4 BeReal model overview
12.4.1 BeReal Usability and Controlling Structure
12.4.2 Investment Appraisal Approaches: General, Healthcare Specific and BeReal Mode
12.5 Case Studies
12.5.1 Brighton & Sussex University Hospitals (BSUH) Tertiary, Trauma and Teaching (3Ts), Case Study
12.5.2 Manchester, Salford and Trafford (MaST) Local Improvement Finance Trust (LIFT) Case study characterisation and discussion
12.6 Conclusions
12.7 References
Chapter 13 Towards the achievement of Continuous Improvement in the UK Local Improvement Finance Trust (LIFT) initiative
13.1 Introduction
13.2 Continuous Improvement Concept
13.3 Research Method
13.4 Results And Discussions
13.4.1 CI concept
13.4.2 Essential Requirements of Continuous Improvement in LIFT
13.4.2.1 Preconditions and success factors for CI
13.4.2.2 CI driving values
13.4.2.3 CI enabling values
13.4.2.4 CI infusing values
13.4.2.5 Barriers to achieving CI in LIFT projects
13.5 The Development Of A Generic Continuous Improvement Framework (Cif) For Lift
13.5 Application Of Cif Within Lift Procurement
13.5.1 Contextual analysis
13.5.2 CI strategy formation
13.5.3 CI implementation
13.6 Conclusions
13.7 References
Chapter 14 Performance Management in the Context of Healthcare Infrastructure
Abstract
14.1 Introduction
14 Organisational Performance Measurement Systems
14.3 Building Performance Assessment
14.3.1 Performance of Healthcare Facilities
14.3.2 Assessing Performance at the Design Stage
14.3.3 Assessing Performance at Operational Stage
14.4 Contribution of Infrastructure to Performance of Healthcare Organisation
14.5 Conclusions
14.6 References
Chapter 15 Hard FM and performance management in hospitals
15.1 Components of Healthcare Facilities Management
15.1.1 Maintenance Management
15.1.2 Performance Management
15.1.3 Risk Management
15.1.4 Supply Services Management
15.1.5 Development
15.1.6 Information and Communications Technology (ICT)
15.1.7 Summary
15.2 Key Performance Indicators in Hospital Facilities
15.2.1 Asset Development
15.2.2 Performance management
15.2.3 Maintenance
15.2.4 Organization and Management
15.3 Research Methods
15.3.1 Structured Field Survey
15.3.2 Statistical Analysis
15.3.3 Model Development and Computing
15.3.4 Validation
15.4 Analysis of a Hospital Using the Indicators Developed A Case Study
15.4.1 Profile of the Hospital
15.4.2 Data Analysis
15.4.3 Conclusions
15.5 Discussion
15.6 Toward a Maintenance Performance Toolkit
15.7 References
Chapter 16 Community Clinics -Hard Facilities management and performance management
Synopsis
16.1 Introduction
16.1.1 Healthcare Facilities Management
16.1.2 Alternative Architectures of Healthcare Service Provision
16.2 Clinic Facilities
16.2.1 Key Performance Indicators in Clinic Facilities
16.3 Profile Of Clinic Facilities
16.3.1 Case Study
16.4 Hospital Facilities vs. Clinic Facilities Comparative Perspective
16.5 Concluding Remarks
16.6 References
Index

Author notes provided by Syndetics

Dr. Rachel Cooper is Professor of Design Management and Associate Head of Research in the School of Art and Design at the University of Salford. She is Chair of the European Design Academy and edits the international journal, The Design Journal. She has published several books and papers in design management, new product development and conducted major research programes in this field.

Ghassan Aouad , is Dean of the Faculty of Business, Law and the Built Environment and Professor of Construction IT & Management within the School of the Built Environment.

Mike Kagioglou is a Professor of Process Management and Head of the School of the Built Environment, University of Salford. He comes from an engineering manufacturing background and for the past 12 years he has been undertaking research and teaching in the area of the built and human environment. Mike is currently the Director for Salford Centre for Research & Innovation and the Academic Director for Salford University of Collaborative Health and Care Infrastructure Research and Innovation Centre. Mike has published over 100 academic and industrial papers and reports.